ppds and ecc.pdf
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PPDS and ECCTRANSCRIPT
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Production planning follows the same basic principles inboth SAP ECC and SAP APO. This chapter provides an over-view of planning with the two systems. This is followed by adiscussion of the advanced options available to you with APO.
2 An Overview of Production Plan-ning with ECC and APO-PP/DS
Production planning in APO-PP/DS uses the same processes that are
familiar from the SAP ECC system. It is based on master data records,
specifically plants, material masters, bills of material (BOM), and
routings (PP) or master recipes (PP-PI). Planning results in planned
orders, which are converted into manufacturing orders for executing
production. These may be either production orders (PP) or process
orders (PP-PI).
Repetitive Manufacturing (REM) is also possible, whereby produc-tion is executed on the basis of planned orders.
2.1 Production Planning Functions
PP/DS, MRP, CRP PP/DS is short for Production Planning and Detailed Scheduling . Of
course, the objectives of this kind of planning did not originate with
APO. Production planning in ECC pursues the same objective, that is,
consistent, capacity-based planning. In ECC, these functions are
found under Material Requirements Planning ( MRP) and Capacity
Requirements Planning (CRP).
The basic principles of planning in APO and ECC are outlined below,
followed by a discussion of the advanced options in APO.
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An Overview of Production Planning with ECC and APO-PP/DS2
2.1.1 Material Requirements PlanningThe goal of Material Requirements Planning (MRP) is to ensure mate-
rial availability in good time and in sufficient quantities. Two differ-
ent procedures can be used:
Material Requirements Planning
In this case, procurement planning is controlled by material
requirements. The requirements consist of sales orders, planned
independent requirements, dependent requirements, and so on.
Planning is based on backward scheduling from the requirements
date to ensure on-time availability.
Consumption-Based (Reorder Point) Planning In this case, materials planning is based on consumption. Reorder
point planning simply checks whether the available stock has
fallen below a defined threshold value or reorder point. Whenever
this happens, procurement is planned with forward scheduling.
As you can see, the two procedures are essentially different. Con-
sumption-based planning is usually used for only low-value, non-
critical materials (consumable material, for example), while MRP is
used for precise planning. Consumption-based planning therefore
only plays a secondary role in the context of advanced planning in
APO-PP/DS.MRP type In ECC, you define the MRP procedure in the MRP type field in the
material master. Typical entries in this field are PD for MRP or VB for
reorder point planning. However, both these entries are irrelevant
for planning materials in APO. If a material is planned in APO, it can-
not be planned again in ECC. Therefore, you should select the entry
X0 as the MRP type to exclude it from planning in ECC.
There is no MRP type in the APO product master. Planning in APO is
essentially “requirement-driven” (i.e., it is based on the MRP proce-
dure described above) unless a different procedure is explicitly cho-
sen by applying a corresponding heuristic.
The starting point for MRP is a requirement for a material in a plant.
As a rule, this requirement is in the future. We proceed from the fol-
lowing assumption:
Material A is required in quantity B on date/at time C in plant D.
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Production Planning Functions 2.1
Think of how this applies to a sales order, for example. However,dependent requirements resulting from in-house production can
also be formulated in this way.
Backwardscheduling
With backward scheduling for material A in plant D, a suitable pro-
curement element is generated in such a way that the availability
date of this element corresponds to the requirements date. The start
date of procurement therefore precedes the availability date, and the
procurement lead time represents the time interval between these
two dates (backward scheduling).
Procurement typesScheduling of a procurement element depends on the procurement
type:
In-House Production
A routing and a BOM or master recipe is required to produce a
material in-house. The in-house production time is the sum total
of the durations of the individual operations, plus any additional
floats/time buffers.
External Procurement
If you want to procure a material from an external vendor or to
transfer your stock from another location, you must schedule a
delivery time.
In the system, these two procurement types correspond to the
entries E for in-house production and F for external procurement on
the MRP 2 view of the material master (see Figure 2.1). If you enter
X here, both procurement types are permitted, but planning initially
assumes in-house production.
Figure 2.1 ECC Transaction “Change Material Master” (Transaction Code MM02,Material Master View “MRP 2” with Field Selection for Procurement Type)
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An Overview of Production Planning with ECC and APO-PP/DS2
You can define the procurement type more precisely by specifyingthe special procurement type (Special procurement field). For exam-
ple, you can configure external procurement as a stock transfer from
another production location. With external procurement, you can
define a vendor-specific delivery time and factor this in your plan-
ning.
Order start andfinish dates and
production dates
With in-house production, various dates and times can be defined.
The ECC manufacturing order contains both production dates and
basic order start and finish dates. Floats separate these dates: the
float before production separates the order start date and the produc-
tion start date, while the float after production comes between the
production finish date and the order finish date (see Figure 2.2).
In this context, we must point out the following basic difference
between ECC and APO: APO-PP/DS ignores the float before produc-
tion and the float after production, and APO orders don’t contain
basic order start and finish dates. Therefore, you should always enter
a scheduling margin key (for example, AP1) with a float before pro-
duction and float after production both equal to zero for materialsthat are planned in APO (see Figure 2.3).
Figure 2.2 Dates in Planned Orders and Manufacturing Orders in ECC
OperationsFloat beforeproduction
Float afterproduction
10 3020
Production
finish date
Production
start date
Order
start date
Order
finish date
Goods receiptprocessing time
Requirements date
Availability date
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Production Planning Functions 2.1
2.1.2 Multilevel Planning
With in-house production, you generally use multilevel planning,
where the material is produced from other materials that must be
available in time for the production process. You can refer to the
BOM for information about the required materials. Since a BOM item
may be the header of another BOM, planning may encompass several
BOM levels. The objective of multilevel planning is therefore to cre-
ate procurement elements at the right time across all relevant BOM
levels (see Figure 2.4). The procurement dates for the assemblies and
components are calculated from the BOM structure using backward
scheduling from the requirements date of the finished product.
This enables operation-specific material staging.
Multilevel planning uses backward scheduling from the require-
ments date for the finished product. This means that the start dates
for procurement of the required assemblies and components are cal-
culated to ensure that production of the finished product can start on
Figure 2.3 ECC Transaction “Change Material Master” (Transaction Code MM02,Material Master View “MRP 2” with Field Selection for Scheduling Margin Key)
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An Overview of Production Planning with ECC and APO-PP/DS2
time. The sum total of these times is referred to as the total replenish-ment lead time. This is distinct from the in-house production time,
which refers only to the time taken to produce individual materials.
Problems may occur with your procurement plan if the requirements
date is less than the end of the total replenishment lead time in the
future. With backward scheduling, this corresponds to a situation in
which the start date for assemblies or components (or even for the
finished product itself) would have to be in the past.
Forward schedul-ing and scheduling
delays
Since the system does not create orders in the past, forward schedul-
ing is generally used in this situation. With forward scheduling, the
start date of the relevant order is the current date, while the end date
is scheduled in the future as the start date plus the lead time of the
order. This kind of order is therefore delayed because the require-
ments date that triggered the order (think of a secondary require-
ment, for example) cannot be covered in time.
In ECC requirements planning, exception messages normally alert
you to this kind of problem. These messages indicate that procure-
ment of a material will be delayed. These delays typically occur in
lower-level assemblies, while procurement of the finished product
still appears to be on schedule. The exception message is not nor-
mally propagated to the relevant finished product. It is the MRP con-
Figure 2.4 Dates in Multilevel Production: Total Replenishment Lead Time and In-House Production Time
Today
Start of procurement
Plannedorder ADependent
requirement
Plannedorder B
Purchaseorder C
Requirementsdate
Bill of materialsexplosion
A
C
D
B
Time
Purchaseorder D
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Production Planning Functions 2.1
troller’s responsibility to identify problematic supply chains usingthese exception messages and to solve the problem, for example, by
changing procurement elements manually or by finding alternatives
in the procurement process.
2.1.3 Material Planning and Capacity Planning
In material planning, procurement elements are created with dates
that correspond to the requirements situation. This type of planning
is based on the individual in-house production times or delivery
times of the materials in question.
With externally procured materials, you therefore have to assume
that the planned vendor will be able to deliver within the planned
delivery time. If in doubt, confirm this with the vendor. You may
find that you will need to switch to another vendor with a different
delivery time.
MRP IIThe situation is more complex for materials produced in-house. In
this case, material planning uses the MRP II concept. This means that
material planning is initially based on infinite production capacities,
with capacity planning following in a second, separate step. When an
order is created, there is therefore no check to determine whether
the required work centers or resources are available for the relevant period or are already fully occupied by another production process.
Available capacityCapacity planning comprises the following steps: First, the available
capacity at the work centers (or resources (PP-PI)) is established. For
example, it is established that work center A is available for 40 hours
each week.
Capacityrequirement
The orders (planned orders or manufacturing orders), on the other
hand, have certain capacity requirements, resulting from the routing
(or master recipe (PP-PI)). The routing can be broken down into
operations. Each operation is assigned a work center, where it can be
executed. For example, operation 10 requires work center A for 10minutes for each piece of the finished product. This means that work
center A is required for 50 minutes if you have an order with an
order quantity of five pieces. An order therefore contains not only
the planned production start and end dates, but also the operations
dates, including details of the required production resources, and, in
addition, it formulates the corresponding capacity requirement.
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The goal of capacity planning is to ensure that orders can be exe-cuted, in other words, that work centers are available when
required. Capacity planning therefore compares the capacity require-
ment with the available capacity. Since a work center may naturally
be required by different orders for completely different finished
products, this comparison is normally carried out as work center-
specific.
Scheduling To ensure that a certain order can be executed at a certain time at a
specific work center, the order is scheduled. A production resource
can only be reserved by an order using scheduling . Scheduling can be
performed interactively in a capacity planning table (or detailed
scheduling planning board in APO) for individual orders, or it can be
executed automatically as a background job. Problems associated
with capacity planning can be extremely complex. For example,
orders may involve several operations that require different
resources. Successful scheduling of one operation at a resource may
conflict with the dates of the other operations, and so on.
Bottleneckresources
What this means is that capacity planning is restricted to the plan-
ning of the bottleneck resources. You therefore must assume that no
more than one resource from the routing actually needs to be
checked for scheduling conflicts, and have to trust that the remaining
operations in the order will work. This focus on bottleneck resourcesis an important principle in capacity planning and is also integral to
ensuring an executable production planning process in the context of
APO-PP/DS.
Finite and infinitescheduling
If a check is performed to determine the existing production resource
load, that is, to determine whether capacity is available or has already
been reserved by another order, this is referred to as finite scheduling .
The availability checked in this instance is finite. If this check is not
performed, this is referred to as infinite scheduling , whereby the avail-
able capacity is assumed to be infinite.
Interaction withrequirements
planning
Finite capacity planning generally results in date shifts because time
gaps must be found when the bottleneck resources can be scheduled.
If a date is brought forward, the availability date of the order is
delayed as a result. The deadline of the requirements date of the fin-
ished product is missed. If, on the other hand, the order is moved
backward in time, the secondary requirements dates for the materi-
als required for production are also delayed, with the result that the
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Production Planning Functions 2.1
receipt elements cannot cover these requirements in time. In short,capacity planning generally impacts the requirements plan (see Fig-
ure 2.5). Operation 0020 shown in Figure 2.5 is executed using the
bottleneck resource. The total order is based on the bottleneck
resource, which means that the availability date and secondary
requirements have to be shifted.
You will need to react to these shifts with a new requirements plan,
with which any new orders are generated with the scheduled
requirement, and so on.
Material requirements planning and capacity planning are thus
closely interwoven. The goal of production planning is to take into
account these interdependencies and to create a consistent procure-
ment plan.
FirmingTo facilitate the planning process, the production plan is often
firmed in the short term after capacity planning is completed. Indi-
vidual orders or all orders can be firmed in a defined planning time
fence. Firming means that the dates and quantities of the orders can-
not be changed automatically; however, they can still be changed
manually. The component requirements used for an order can also
be firmed. This is useful if the required components are manually
changed for an order in a way that deviates from the BOM explosion,
with the result that a new BOM explosion is no longer possible.
Figure 2.5 Capacity Planning for the Bottleneck Resource of an Order
Occupied Occupied0020
003000200010
Order A
Time
Dependentrequirements
Requirements
date
0010 0030
Order AResource for operation 20
Scheduling of bottleneck operation 20
Position of order after capacity planning
Availabilitydate
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An Overview of Production Planning with ECC and APO-PP/DS2
2.2 Advanced Production Planning withAPO-PP/DS
The previous section discussed the basic principles of production
planning with SAP, which apply equally to ECC-MRP and APO-
PP/DS. Even if you use APO-PP/DS, you still need to make the basic
settings for the production planning process in ECC, so that you can
then systematically enhance planning with the functions in APO.
This section illustrates the advanced planning options that are avail-
able in APO-PP/DS.
APO-PP/DS offers an extremely wide range of additional processes
and options. In practice, any one of the points discussed below
would be enough to justify using PP/DS—you don’t have to use all of
the functions simultaneously. Indeed, a gradual and selective
enhancement of the core processes is often much more useful.
Note that the following description of the advanced options is not
exhaustive. Rather, it focuses on just some of the main features, by
way of an introduction to the more detailed descriptions of the indi-
vidual functions in the following chapters.
2.2.1 Requirements Planning with Exact TimesRequirements planning in ECC is generally accurate to the day. Even
if you can enter an availability date with an exact time, as would be
done in sales orders, requirements planning still takes into account
only the date. Similarly, requirements planning takes into account
only the dates of dependent requirements, which are derived from
the exact start time of an operation. This means that it is impossible
to distinguish between two different requirements that relate to the
morning and afternoon of the same date. Orders created to cover
requirements in ECC only contain an availability date.
In APO-PP/DS, requirements planning is based on exact times (accu-rate to the second). Sales orders, dependent requirements, and all
other requirements are assigned an exact time. Orders to cover the
requirements are scheduled for precisely this time.
If, for example, you need a precise requirement coverage for a just-
in-time processing, this can be planned with APO-PP/DS.
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Advanced Production Planning with APO-PP/DS 2.2
2.2.2 Descriptive CharacteristicsPlanning withfinal assembly
If you use the Planning with final assembly planning strategy, the
planned independent requirements are consumed by sales orders,
which are generally received at a later stage. In ECC, this consump-
tion is both plant-specific and material-specific.
In APO, you can control consumption more precisely across plants
and materials. For example, consumption can be specific to individ-
ual customers. For this purpose, planned independent requirements
are created with reference to individual customers, that is, they are
assigned additional descriptive characteristics. Sales orders that are
received then only consume the forecasts for these customers.
2.2.3 Simultaneous Quantity and Capacity Planning
In ECC, quantities and capacities are planned separately. This applies
to requirements planning, but the possibility of taking into account
capacities is similarly limited when you manually create or move an
order. Instead, this must be done in a second step.
In APO-PP/DS, you can plan quantities and capacities simultaneously.
For example, the capacity situation can also be considered when an
additional order is created in a short-term horizon in which capacity
planning has already been completed and the production plan isalready defined. The order can be created only if periods of available
capacity are found for the operations in the order, and it is then auto-
matically scheduled for this period.
2.2.4 Production Planning Runs with Several Steps
In APO-PP/DS, it is easy to construct the automatic production plan-
ning process from several steps. The individual steps are simply spec-
ified in the production planning run. An example of how individual
steps can be placed in a logical sequence is shown below:
1. Requirements planning based on MRP logic
2. Scheduling of capacities for bottleneck resources
3. Requirements planning for the materials for which capacity plan-
ning has resulted in shifts in requirements
HeuristicsThese steps can be easily defined using procedures referred to as heu-
ristics, and can be limited to specific materials or resources (see Fig-
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An Overview of Production Planning with ECC and APO-PP/DS2
ure 2.6). The result of this kind of planning run (which, in practice,often comprises up to 10 steps) is a procurement plan, which allows
for as many conditions of planning as possible (capacity bottlenecks,
deadlines).
2.2.5 Pegging and Control of the Material Flow
In ECC, dynamic references are created between requirement and
procurement elements in order to evaluate requirements planning.
These references can be seen in the MRP list or in the current
stock/requirements list as part of the Pegged Requirements and
Order Report functions, and they can be used to edit the planningresult manually. Because these references are generated dynamically
and are not stored in the database, they are not available for other
transactions or functions.
Pegging In APO-PP/DS, dynamic references are similarly created between
requirements and procurement elements following requirements
planning or the generation of orders. In APO, these references are
Figure 2.6 APO Transaction “Production Planning Run,” Transaction Code/SAPAPO/CDPSB0, Production Planning Run with Multiple Steps
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Advanced Production Planning with APO-PP/DS 2.2
called pegging relationships. These relationships are created in multi-level production across all BOM levels. This network of relationships
is referred to as a pegging network. In contrast to ECC, pegging rela-
tionships are stored in the APO database and are therefore available
to all applications in APO. The pegging network can be used in
capacity planning, for example, to shift the corresponding orders for
components whenever an order is shifted.
Dynamic and fixedpegging
Dynamic pegging can be influenced by a range of settings, and can be
adjusted to suit the specified planning situation (see Figure 2.7). You
can also fix pegging relationships so that the relevant orders and
requirements remained fixed in a relationship with one another,
even if the planning situation changes and new dynamic pegging
relationships are created as a result. You can create (and delete) these
fixed relationships manually or automatically with the relevant func-
tions or heuristics.
Figure 2.7 APO Transaction “Product,” Transaction Code /SAPAPO/MAT1,Product Master and Pegging Settings
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2.2.6 Determining the Source of Supply and Cost-BasedPlanning
The procedure for selecting a source of supply in ECC is described
below.
Source of supplyfor external
procurementin ECC
You may have several different vendors for externally procured
materials. If you want one of several vendors to be automatically
selected in materials planning, all planning-relevant vendors must
first be defined in the purchasing info record, scheduling agreement,
or contract in the source list. If several MRP-relevant vendors exist,
the selection of a single vendor must be defined using a quota
arrangement. In this case, scheduling of the replenishment lead timemay be vendor-specific.
Source of supplyfor in-houseproduction
in ECC
Several sources of supply may also exist as alternative production
versions for materials produced in-house.1 Production versions are
defined in the material master, and they, in turn, define which man-
ufacturing process is to be used, usually by specifying a routing and
a BOM (or master recipe in PP-PI). Production versions can be lim-
ited in terms of their validity periods and lot-size range (see Figure
2.8). If several valid production versions exist simultaneously, ECC
simply selects the first valid version, or a quota arrangement is used
to distribute production among several production versions.
Sources of supply in APO
The ECC sources of supply described above are the same in APO after
they are transferred. However, the process for selecting a source of
supply is different in APO, in that costs may play a crucial role.
First, a check is performed to determine whether a specific source of
supply can deliver by the required delivery date. If this is not possi-
ble because the replenishment lead time is too long, APO searches
for an alternative source of supply with a shorter replenishment lead
time. For example, the vendor with the shortest delivery time can be
automatically selected if scheduling problems arise.
Cost-basedplanning
Costs can also be considered in relation to supply. You can ensurethat, among several possible vendors, the one with the lowest costs
is always automatically selected (provided that there are no schedul-
ing problems). Various price scales can be taken into account in this
1 At this point, we'll focus on using production versions, because only they are
relevant to APO.
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Advanced Production Planning with APO-PP/DS 2.2
case, which means that different vendors may be used, depending onthe lot size.
The process is exactly the same for the planning of in-house produc-
tion. There may be differences in terms of lead times and productioncosts in the various production versions (transferred to APO as pro-
duction process models or production data structures).
2.2.7 Advanced Alert Handling
Exception messages (alerts) indicate problems with planning. In ECC,
exception messages are displayed in the MRP list (or in the current
Figure 2.8 ECC Transaction “Change Material Master,” Transaction Code MM02,Material Master with Several Production Versions
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An Overview of Production Planning with ECC and APO-PP/DS2
stock/requirements list). Collective evaluation is possible if you callup the collective display of all MRP lists. In the material overview,
you can display all exception messages that appear in the individual
materials, sorted by exception group (see Figure 2.9). To examine a
problem, you must then access the individual list.
Alerts In APO-PP/DS, the options for alert handling are much more
advanced than they are in ECC. First, you can display alerts in the
evaluation lists (for example, in the order views) in many different
ways. In addition, alerts that are issued in relation to the supply of an
important component are also propagated to and displayed in the fin-
ished product (network alerts). Alerts are propagated based on the
relevant pegging relationships. The pegging network can also be used
to evaluate the entire order structure for orders (see Figure 2.10).
Alert Monitor Finally, the Alert Monitor provides a comprehensive tool for the cen-
tralized evaluation of alerts. The Alert Monitor provides an overview
of all relevant alerts. Alerts can be evaluated across all materials,
resources, plants, and so on (see Figure 2.11).
Figure 2.9 ECC Transaction “MRP List Collective Display, Transaction Code MD06,”
Display of MRP Lists for the MRP Controller with Exception Messages inVarious Exception Groups
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Advanced Production Planning with APO-PP/DS 2.2
Figure 2.10 APO Transaction “Product View,” Transaction Code /SAPAPO/RRP3,Accessing the Context for an Order in Multilevel Production from the Product View
Figure 2.11 APO Transaction “Alert Monitor,” Transaction Code /SAPAPO/AMON1,Alert Monitor with PP/DS Alerts
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An Overview of Production Planning with ECC and APO-PP/DS2
If you incorporate the Alert Monitor into the product planning tableas a chart, this enables alert-based planning in the sense that you can
make manual changes in one chart (for example, you shift orders in
the capacity planning table) and simultaneously monitor the alerts
that are triggered or resolved as a result in the Alert Monitor chart.
2.2.8 Advanced Options in Capacity Planning
In ECC, capacity planning can be performed manually (in the capac-
ity planning table), or executed automatically as a background job.
All orders that require the same work center can be scheduled in
chronological sequence.
Improvedperformance
One general benefit of using capacity planning in APO is the
improved performance. Due to the liveCache architecture, the
detailed scheduling planning board in APO can be used for many
orders, without affecting runtime (in ECC, the time it takes to import
a large number of orders from the database can lead to situations in
which the planning table can almost no longer be used). The consid-
erably enhanced performance in APO also enables the inclusion of
new features, such as an Undo function, which allows you to manu-
ally undo individual steps.
A range of advanced options
A whole range of advanced options and selection criteria are pro-vided for manual and, in particular, automatic scheduling and
rescheduling of orders. These options are merely listed at this stage.
You can use the strategy profile (see Figure 2.12) to define, among
other things:
Finite or infinite scheduling, using a finiteness level if required
Scheduling sequence
Whether alternative resources (modes) are to be taken into
account
Compact scheduling
Whether pegging relationships are to be considered
Whether order-internal relationships are to be taken into account
Various functions and heuristics are available for capacity planning;
(fixed) pegging can be used in various ways; resource overload alerts
can be used for troubleshooting; and so on.
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Advanced Production Planning with APO-PP/DS 2.2
Optimizer APO is ultimately a production planning system, which contains apowerful optimization tool, the PP/DS Optimizer. Optimization is
the final step in the production planning process, which can there-
fore be logically broken down into the following three steps:
1. Requirements planning (quantity planning)
2. Capacity planning
3. Optimization
Steps 2 and 3 can also be merged and executed by the Optimizer (see
Figure 2.13). The Optimizer thus represents the only option for con-
Figure 2.12 APO Transaction “Detailed Scheduling Planning Board—Variable View,”Transaction Code /SAPAPO/CDPS0, Detailed Scheduling Planning Board with DSPlanning Strategy
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An Overview of Production Planning with ECC and APO-PP/DS2
sistently taking into account all constraints in a multilevel produc-tion plan.
2.2.9 Simple Options for Enhancement with CustomFunctions and Heuristics
In ECC (as in APO), the exact steps involved in planning can be deter-
mined by a range of customizing settings. However, if you want to
take things a step further and, for example, create special new plan-
ning algorithms, a modification of the ECC system is required.
Figure 2.13 APO Transaction “Detailed Scheduling Planning Board—Variable View,”Transaction Code /SAPAPO/CDPS0, Accessing the Optimizer from the DetailedScheduling Planning Board
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Advanced Production Planning with APO-PP/DS 2.2
In APO-PP/DS, it is very easy to incorporate new algorithms and pro-cesses into the planning process by adding them to the system as
additional functions or heuristics. They are then available alongside
the standard algorithms (see Figure 2.14) and can simply be used as
alternatives in the applications. A system modification is not
required.
Figure 2.14 APO Customizing Setting “Change Heuristics,” Transaction Code/SAPAPO/CDPSC11, List Showing Some of the Delivered Heuristics
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An Overview of Production Planning with ECC and APO-PP/DS2
2.3 Planning in APO and Execution in ECC
To fully benefit from using APO-PP/DS, an understanding of the
main options for advanced planning is essential. This includes a clear
understanding of how an APO function affects the final production
plan that is to be executed.
Document flowin production
planning
Planned orders and purchase requisitions represent the direct result
of production planning in APO-PP/DS. These orders are created
based on APO master data, which was transferred from ECC. When
they are converted into manufacturing orders or purchase orders,
the orders must be transferred to the executing ECC system. The cor-
responding ECC master data is again essential for this purpose. The
ECC master data design is therefore very important in APO planning.
Master data should be maintained in a way that both supports the
relevant APO process and enables a smooth transfer of the planning
result from APO back to ECC.
Executingplanning in ECC
The planning steps executed in APO only make sense if the results
can have a rippling effect in the manufacturing order or purchase
order in ECC. Note also that certain process steps in the ECC manu-
facturing order must be transferred back to APO (production back-
flushes result in the reduction of the corresponding capacity require-
ment in APO, for example). But, it is not useful to exploit all of theoptions that are theoretically possible in the ECC manufacturing
order. For example, you could manually reschedule an operation
from the production order by changing the default values. However,
the result could not be taken into account in APO because the APO
order is based on the APO master data. Therefore, this step is not
permitted. The reasoning behind this constraint in this example is
that rescheduling is a function of production planning and thus of
APO, and therefore should be executed in APO.
It follows that you should therefore verify the integrity of all process
steps with APO. These include creating master data, transferringmaster data to APO and enhancing it there as required, using trans-
action data, planning in APO, converting orders and transferring
them to ECC, and backflushing manufacturing orders.
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Index
A
Absolute optimum 235 Accessibility 232 Action at scheduling error 226
Activation of sequence-dependent setupactivities 230
Active model 78
Active planning version 78 Active strategy 180 Activities 216
Additional status 247 Advanced planning 19
Alert 38, 229, 234 Alert based planning 209
Alert management 246 Alert Monitor 38, 209, 213, 219, 243 Alert notification engine 248
Alert object type 247 Alert profile 204, 244 Alerts 206
redefine 245 Alternative mode 220, 228, 240
Alternative procurement source 249 Alternative production data structure
286
Alternative resource 186, 209, 218, 220,249, 289, 291
Alternative work center 240
Analytical solution 235 Anonymous make-to-stock 138
APO indicator 70 APO master data 58 APO resource 79
APO target system 52 APO-relevant 73 APO-specific data field 59
Append operation from behind 222 Append structure 77
Application errors 90 Application log 94 Ascertaining planned independent
requirements 162 Assignment mode 137
ATP category 127
ATP check 273 ATP Customizing 273, 274 ATPǞ Available to Promise (ATP)
Automated Planning 251 Automated production control 237 Automatic determination of the source of
supply 174 Automatic mode selection 225, 229 Automatic planning 210
Availability check 273 Availability situation 213
Available capacity 220, 234 Available to Promise (ATP) 272
B
Background processing 241
Backlog 234Backlog rescheduling 235Backorder processing 283, 285, 286
Backward planning 221, 257Backward scheduling 25
Backward with reverse 221BAdI 56Basic date 26
BD61 75Block limit 225, 226Block planning 222, 224
BOM 27Bottleneck 264
Bottleneck resource 30, 214, 239, 265,266, 286
Bottleneck workstation 256
Bottom-up planning 251Breaks 177BSG 54
Bucket 224, 280Bucket capacity 222
Bucket oriented planning 224Bucket-finite 227Bucket-oriented capacity check 222
Bucket-oriented CTP 273, 280Bucket-oriented planning 235
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Index
Business system group 54Button profile 235By period 171
C
Calendar 242Calendar resources 176
Campaign 225Campaign optimization 241Campaign requirement 225
Capable to Match (CTM) 152Capable to Promise (CTP) 250, 272
Capacity availability 243Capacity leveling 235, 258
Capacity load 214Capacity planning 29, 206, 214, 216,
221, 232
Capacity requirement 29, 204, 209, 218Capacity requirements planning (CRP)
17, 23
Capacity situation 206, 209Category 83Category group 137
Change fixing/planning intervals 230Change material master 173
Change mode 204
Change pointer 75Change transfer 60, 73
Change transfer of master data 73Characteristic 134Characteristic evaluation 281
Chart 216, 220, 234, 237Chart selection 208, 209, 232
Check control 281Check instructions 274Check mode 132, 273, 281
maintain 132Checking horizon 283
CIF 45
CIF cockpit 95CIF comparison/reconciliation function
96CIF interface 21CIFCUS 75
CIFMAT 75CIFMTMRPA 77
CIFSRC 75
CIFVEN 75Clipboard 233, 234Close slots 222Collective access 211, 212
Collective display 211Collective requirements 139, 142Communication errors 90
Compact scheduling 227Comply with block planning 225Configuration 209
Configuration-dependent setup 249Consider Maximum Intervals 226
Consider safety stock requirements in
SAP liveCache 194Consider time buffer (pegging) 227, 228Constraint 214, 217, 221, 229, 235, 236Constraint programming 242
Constraint propagation 242Consumption group 144Consumption-based planning 24
Context menu 232, 233, 234Context of an order 189Continuous input and output 156
Continuous time CTP 275Control parameter 153
Conversion 204Conversion flag 199
Conversion of Orders 199Conversion of Orders/Purchase Requisiti-
ons 140Conversion rule 139
Costs 240Cross-order relationship 227
CRPǞ Capacity requirements planning(CRP)
CTP check 224
CTP confirmation 278CTP scenario 222
Current date 224Current modes 223
keeping 228Customer exit 56Customer requirements class 273Customer requirements type 273
Customer’s required date 230Customizing 204, 210, 215, 218, 230,
231, 235, 238, 247
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Index
D
Data channel 91Database 204Database alert 248
Date 242Date alert 191Date and time entry 217
Date fixed 166Date/time violation 219Days’ supply 202, 213
Days’ supply type 205, 210Deallocation 217, 218
Deallocation costs 237Define activities for mass processing 136
Define finiteness level for resources 185Degree of freedom 243Delay 229, 240, 244
Delay costs 239, 240Deletion flag 77Delivery time 26
Demand Planning (DP) 19Dependent operation 226, 229Descriptive characteristics 33, 143
Desired date 224Detailed planning function 253
Detailed planning heuristic 251
Detailed scheduling board 209, 236Detailed scheduling heuristic 214, 218,
229, 234Detailed scheduling planning board 206,
210, 214, 216, 217, 230, 231, 266
Detailed scheduling strategy 217Determining the source of supply 172
Diagram area 216Diagram section 232Direction of interchangeability 197
Display operation in work area 233Display period 234
Distribution definition 53, 87
Downtime 234DPǞ Demand Planning (DP)
Drag and Drop 217, 233, 234DS strategy 217DS strategy profile 220
DS view 180Dynamic exception alerts 206
Dynamic exception condition 292Dynamic exception message 204, 209
Dynamic pegging 190, 228, 229Dynamic setup 239
E
Earliest date 224Eliminating transfer errors 95End of horizon 236
End run at the first solution 242Enhanced backward scheduling 230Error 209, 244
Error-tolerant scheduling 226, 229Evaluation tool 201
Exact solution to a problem 235Exception based planning 209
Exception group 212Exception message 28, 37, 203, 209,
213, 217, 222, 234, 243
Exception-based planning 292Executing the integration model 64Expanded selection 212
Expert view 180Explain result 241Extended selection 207, 210
External capacity 79External procurement 25, 174
F
Factorial 235
Feasible plan 209, 229Feasible production plan 280, 282, 292Feasible production program 217, 260
Feasible solution 242Field selection 232
Filter object 85Find slot 217, 221Finite 217
Finite capacity 224Finite forward planning 221
Finite MRP run 250Finite planning 184, 221, 249Finite requirements planning 179, 250,
277, 287Finite resource 183, 221Finite scheduling 30
Finite strategy 250Finiteness level 184, 224, 229, 241Firming 31, 164
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Index
Firming date 166Firming horizon 166Fixed costs 240Fixed date 133
Fixed lot size 171Fixed material flow 281, 283Fixed pegging 192, 227, 229, 280
Fixing interval 218, 230, 234Flexible planning 17
Float after production 26Float before production 26Follow-up rescheduling 229
Forward scheduling 28
Fragmentation 279, 285Function 150
G
GATP 20General selection options for materials
61
Genetic algorithm 242Global ATP 20, 273Global parameters and default values 89,
126maintain 126
Goods issue time 176
Goods receipt time 176Graphic object 232
H
Hard constraint 243
Heuristic 130, 153, 204, 206, 210, 231,236
Heuristic for flow control 160Heuristic profile 147, 229Heuristically 242
Heuristics package 159Highlighting 218
Horizon 236, 241
I
Ignore error 68Inbound queue 57Inbound resource 176
Individual customer requirement 142Industry solution 22
Industry-specific process 241Infinite planning 179Infinite scheduling 30, 222Infinite sequencing 223
Information 209, 244Inheriting fixed pegging 194In-house production 25
In-house production time 25, 28Inifinite 217
Initial dialog 236Initial transfer 59Input firmed 165
Insert operation 217, 221
Integration model 60, 85 Activate 65Create 61
Delete 72 Execute 63
Interactive 214Interactive detailed scheduling 230
Interactive optimization 236Interactive planning 146, 217, 229, 236
Interactive setup optimization 263Interruptibility of activities 243Inventory management 216
K
Key figure 134, 239
Kl++ 251
L
Layout 205, 210, 213, 217, 232Lean manufacturing 206, 207, 286
Line utilization planning 287, 293Line-loading planning 209List area 234
LiveCache 20Location 177
Location product 201Log 220, 241, 291Log Deactivated Material Masters 65
Logical unit of work 93Loser products 180Lot size 156
Lot size settings from heuristic 170Lot-for-lot 170Lot-sizing procedure 156
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Index
Lowest mode priority 225Low-level code 150, 253, 262, 287, 291Low-level code alignment 253Low-level code method 250, 253
LTP 17LUW 93
M
Maintain conversion rules 140 Maintain heuristics 154, 193
Maintain interchangeability group 197 Maintain strategy profile 181
Make span 239 Make-to-order production 141
Make-to-order segment 203 Make-to-stock strategy 274 Manual planning 217, 234
Manual postprocessing 262 Manual sequence scheduling 230 Manual sequencing 262
Mass conversion 204 Mass data 211 Mass rescheduling 229
Mass selection 211 Master recipe 29
Material availability 242
Material requirements planning 24 Maximum delay costs 239, 240
Maximum integration model 69 Maximum interval 226 Maximum lot size 171
Maximum runtime 241 Message types 75
Middle-out planning 251 Minimize runtime 230 Minimum lot size 171
Mixed resource 78 MM 17
MM02 173
Mode 221, 223, 225 Mode costs 239, 240
Mode priority 182, 187 Model 78 Model and planning version management
127 Monitoring 90
MRP 17, 23, 213 MRP element 206
MRP II concept 29, 250 MRP list 211 MRP planner 206 MRP type 24, 61
MRP type X0 61 Multi-activity resource 78 Multilevel costs 175
Multiple loading 218 Multi-resource 223
Multi-resource planning 286, 287, 291 Multi-resource planning primary
resource 287
mySAP SCM 17
N
Navigation area 216Navigation structure 208, 233, 234, 266
Navigation tree 205, 210Net change planning 150Net requirements calculation 168
Network alert 191Network display 216, 220, 232Network view 268, 271
Non-availability 272, 273, 283, 285Non-working time 217, 224, 225, 234
Number range 126, 247, 277, 278
O
Objective function 239Offset 176Offset time 178, 221, 223
Online transfer 73Open selection criteria 71
Operation 216, 217insert 262
squeeze in 217
Operation list 219, 234Optimization 237, 251, 266
Optimization concepts 235Optimization horizon 236, 240Optimization objective 239
Optimization parameter 237, 238Optimization procedure 242Optimization profile 210, 231, 236, 238,
241, 259Optimization result 235Optimization run 236
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Index
Optimized setup 214Optimizer 164, 214, 234, 259, 263Optimizing lot-sizing procedure 156Optimum 235
Order 204, 216Order list 219, 232Order liveCache 20
Order priority 240, 249, 263Order processing 201
Order report 34, 190Order structure 221Order view 201, 206
Order-internal relationship 182, 226,
227, 228Outbound queue 57Outbound resource 176Outlet 226, 229, 289
Output firmed 165Overall lead time 239Overall planning 252
Overall production costs 239Overall profile 210, 214, 220, 231, 243,
244Overall setting 210Overlap 234
Overload 206, 209, 219, 222, 258
P
Parallelize 65Parameterization 238Parisian parking 221
Pegged requirement 34Pegging 188, 229, 281
Pegging area 188Pegging ATP 281Pegging consider 281
Pegging network 189Pegging overview 201
Pegging relationship 35, 188, 217, 235
Pegging requirements 190Pegging strategy 191
Pegging structure 228Performance 215Period factor 171
Period of adjustment 162Period profile 235
Period split 234Periodic change transfer 74
Periodic planning 210Periodic product view 206Periodic view 234Period-oriented 234
Period-oriented plan 235Period-oriented planning 206, 208Permutation 235
Phase-out control 197PI 17
Pick and Drop 233, 234Plan explosion 172Planned delivery time 176
Planned independent requirements 134
Planned order quantity 220Planning 203Planning adjustment 142Planning board profile 217, 232
Planning date 212, 234Planning direction 217, 221, 222, 224,
234
Planning file 150display 151
Planning group 152, 212
Planning interval 230Planning log 234
Planning mode 179, 221, 223, 229Planning object 254, 257
Planning of shortage quantities 155Planning of standard lots 155Planning package 197Planning period 206, 234
Planning procedure 128, 218, 262maintain 128
Planning product 141Planning reservation 150Planning result 214
Planning run 212Planning segment 203
Planning strategy 179Planning submode 226, 229
Planning table 207Planning time 223Planning versions 78Planning with final assembly 138, 274
Planning with planning product 141Planning without final assembly 139
Planning-related minimum interval 227Plant stock 275Plug-in 46
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Index
PP 17PP strategy profile 220PP view 180PP/DS alert 246
PP/DS alert profile 209, 244PP/DS bucket capacity 224, 280PP/DS horizon 148
PP/DS Optimizer 210, 218, 235, 263,282, 285, 292
PP-Firmed 166PPM change transfer 81Primary resource 288
Prioritization 247
Priority 132, 162Priority category 244Process heuristic 282, 283Processing indicator 213
Process-related minimum interval 226,227
Procurement date 204
Product 216Product alert 191
Product heuristic 146, 154, 204Product hierarchy 141Product interchangeability 197
Product interchangeability groups 197Product inventory 216, 220
Product overview 211Product planning board 291Product planning table 206, 207, 213,
236, 265
Product stock 232Product view 201, 202, 213
periodic 209, 291Production costs 239, 240Production data structure 81, 206
Production date 26Production in a different location 172
Production line 287Production list 210
Production order 199, 204Production overview 219Production planner 207, 244Production planning 23
Production planning run 148, 149, 236,250
Production Planning/Detailed Scheduling20
Production process 214
Production process model 81, 173, 206Production program 209, 210Production quantity 219, 220Production rate 288
Production version 36, 288Profile 204, 210, 232Profile maintenance 231
Propagation range 149, 206, 210, 214,215, 231, 240
Q
qRFC alert 95
qRFC monitor 94Quantity alert 191
Quantity planning 220Queued Remote Function Call (qRFC) 91Quota Arrangement 294
Quotation heuristic 294
R
Receipts view 201Reconciliation 251Redirection of exception messages 246
Reducing planned independent require-ments 142
Reduction of lead time 227Regenerative planning 217, 218, 220Relationship 217, 221, 227, 229, 235,
262Release sales planning to SNP 134, 145Removal of backlogs 230
Reorder point method 128Repetitive manufacturing 286
Report 220 RAPOKZFX 70 RCIFIMAX 69, 72 RCIFMTDE 65, 72 RIMODAC2 72
RIMODDEL 72 RIMODGEN 72
Representative 246
Requested delivery date 133Requested quantity 133Required date 221, 222
Requirement ascertainment horizon 162Requirement check 139Requirement class 132
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Index
Requirement coverage element 229Requirement date/time 214, 217, 221Requirement planning 222Requirement planning with exact times
32Requirement strategy 131Requirement type 131
Requirement view 201Reschedule 209, 257
Rescheduling 214, 217, 218, 220Rescource planning table 231Resource 78, 183, 207, 214, 216
Resource assignment 230
Resource buffer 241Resource chart 266Resource load 210, 220, 234Resource overload 209
Resource overload alert 184Resource planning table 231, 232Resource pool 233
Resource schedule plan 216Resource selection 214
Resource situation 216Resource time buffers 227, 228Resource utilization 234
Resource utilization planning 286Resource view periodic 209, 210
Reuse mode 155Reverse 222Reversing the planning direction 229RFC 49
RFC connection 48Right mouse buttom 220
Rounding profile 171Rounding value 171Routing 29
Row format 232Rules-based availability check 274
Runtime 242
S
Safety days’ supply 169Safety stock 169, 194Safety time 169
SALE 49Sales order 131, 275
SAP APO 19SAP APO customizing 205
SAP ECC 17SAP R/3 17SAP SCM 18SAP_MRP_001 160
SAP_MRP_002 161SAP_PP_002 130, 155, 168SAP_PP_003 131, 155
SAP_PP_004 155SAP_PP_005 155
SAP_PP_007 155SAP_PP_009 161SAP_PP_010 162
SAP_PP_011 192
SAP_PP_012 162SAP_PP_013 155SAP_PP_014 162SAP_PP_015 162
SAP_PP_018 194SAP_PP_019 192SAP_PP_020 163
SAP_PP_C001 155SAP_PP_CTP 131
SAP_PP_I001 197Schedule deallocated operations 230Schedule sequence 230
Schedule sequence manually 230Schedule slippage 257
Scheduling 30, 176, 214, 217, 218Scheduling at block limits 226Scheduling attempt 217Scheduling error 229
Scheduling offset 223Scheduling on the required date 221
Scheduling problem 229Scheduling sequence 182, 217, 223,
230, 263
Scheduling state 218SCM Queue Manager 94
SD 17Search area 242
Search for gaps 183Search procedure 242Selection 214Selection criteria 243
Selection rule 202, 206Selection variant 244
Sequence 218, 220, 221, 242Sequence planning 234, 235Sequence-dependent setup activity 230
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Index
Sequence-dependent setup time 223Sequencing 209, 214, 224, 232, 262,
270Service heuristics 161
Set 215Set requirements strategy 137Set user parameters 87
Setup activity 196, 230, 287Setup costs 239
Setup key 196Setup matrix 195, 249, 263, 264, 267Setup optimization 266, 267, 268
Setup sequence 263
Setup time 194, 218, 239, 263Setup-condition-dependent setup time
263Setup-status-dependent setup time 239
SFC 17Shift 209Shop floor control 210
Shop floor papers 237Shortage 168, 209, 213
Shuffler 216, 233Simultaneous quantity and capacity plan-
ning 33, 250, 293
Single level costs 175Single resource 221, 223
Single-activity resource 78SM59 50SNP Optimizer 235SNPǞ Supply Network Planning (SNP)
Soft constraint 243SOP 17
Sort sequence 263Sorting sequence 223Source of supply 225
Special procurement key 172Special stock 202
Specified date 224Stable forward scheduling 230
Stage numbering 253, 262Stage-numbering algorithm 163Standard optimization profile 242Start of horizon 236
Start of optimized schedule 236Status information 217
Stock available for MRP 168Strategy 157Strategy profile 180, 231
Strategy setting 218, 220Subassembly forecast 138Submode 226Subprofile 214
Substitution orders 198Supersession chain 197Supply chain management 17
Supply Network Planning (SNP) 20Surplus 213
T
Table area 216
Table-oriented 232Target host 50
Temporal termination criterion 229Temporary requirement 277Termination criterion 229, 236, 241,
242Threshold value 244Time buffer 178
Time constraint 217, 221Time decomposition 241Time factor 177
Time interval between activities 178Time profile 148, 215, 231
Time relationship 242
Time series liveCache 20Time window 236
Time-continuous capacity 224Time-continuous CTP 273Timeliness 270
Toolbar 232Top-down planning 251
Total delays 240, 270Total of the delay costs 239Total of the mode cost 239
Total of the setup costs 239Total of the setup times 239, 266
Total replenishment lead time 28
TP/VSǞ
Transport Planning/VehicleScheduling (TP/VS)
Trade-off 240Transaction codes
/INCMD/UI 197 /SAPAPO/C4 53, 87 /SAPAPO/C41 94 /SAPAPO/C5 88 /SAPAPO/CDPSB0 150
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Index
/SAPAPO/CDPSC11 154, 193 /SAPAPO/CDPSC7 195 /SAPAPO/CQ 94 /SAPAPO/CSP1 144 /SAPAPO/LOC3 177 /SAPAPO/MAT1 130 /SAPAPO/MC90 135, 145 /SAPAPO/MD74 142, 143 /SAPAPO/MVM 127 /SAPAPO/RES01 183 /SAPAPO/RRP_NETCH 151 /SAPAPO/RRP3 133 /SAPAPO/RRP7 140
/SAPAPO/SCC03 173 /SAPAPO/SDP94 135CFC1 58CFC2 94CFM1 61, 62CFM2 65CFP4 81CR02 80CURTO_CREATE 81
PIMG 48Transaction data 85Transaction data integration 83
Transfer of planning results 127Transferring new APO-relevant master
data 71Transport Planning/Vehicle Scheduling
(TP/VS) 20
U
Undo 218, 234User settings 204, 210Use-up strategy 197
Utilization rate 177
V
Validity area 229Validity periods for orders 225Variable costs 240
Variable heuristic 146, 204
Variable view 214, 215Variants 208Viable production plan 249, 251Visualization profile 205, 210
W
Warning 209, 244Wave algorithm 286, 291Weighting criterion 240
Weighting factor 239Window technique 241WIP list 219
Work area 214, 215, 231, 233Work center 29, 78
Work in progress 219Worklist 233, 241